Mapping the Opioid Epidemic
I created a systems map representing the “wicked problem” of the Opioid Epidemic in Western Pennsylvania.
This map was designed with the primary stakeholders as principal figures to show socio-politico-economic complexities and interrelations between data in a way that easy to follow and ultimately tells the story of the opioid epidemic.
THE PROBLEM
"There is no single way to frame or define a wicked problem". Our understanding of this quote guided our primary question: How might we present a wicked problem—an inherently ever-changing, complex, and biased system—in a way that is both honest and comprehensible?
This map was designed with the primary stakeholders as principal figures to show socio-politico-economic complexities and interrelations between data in a way that easy to follow and ultimately tells the story of the opioid epidemic.
THE PROBLEM
"There is no single way to frame or define a wicked problem". Our understanding of this quote guided our primary question: How might we present a wicked problem—an inherently ever-changing, complex, and biased system—in a way that is both honest and comprehensible?
The biggest challenge in the pursuit of charting out the opioid epidemic is the same with any wicked problem: the seemingly infinite amount of interwoven factors. Yet we must start somewhere, by simply creating a mess map.
INSIGHTS
Our initial research output was a loosely organized diagram of stakeholders, cultural factors, financial circumstances, interpersonal and intrapersonal concerns, cause and effect statements, etc.:
-The opioid epidemic is heavily influenced by people versus environmental phenomena or time-based circumstances.
-The privatized corporate presence in medical spaces shifts the ethics of public health and service.
-Hospitals place a disproportionate emphasis on pain reduction, creating a problematic view of pain amongst patients.
-Financial circumstances are a major factor in the creation of a regional or national crisis.
-Prejudices regarding addiction, mental health, and poverty are widespread and harmful to victims of the opioid crisis.
MCKINSEY'S THREE HORIZONS OF GROWTH
INSIGHTS
Our initial research output was a loosely organized diagram of stakeholders, cultural factors, financial circumstances, interpersonal and intrapersonal concerns, cause and effect statements, etc.:
-The opioid epidemic is heavily influenced by people versus environmental phenomena or time-based circumstances.
-The privatized corporate presence in medical spaces shifts the ethics of public health and service.
-Hospitals place a disproportionate emphasis on pain reduction, creating a problematic view of pain amongst patients.
-Financial circumstances are a major factor in the creation of a regional or national crisis.
-Prejudices regarding addiction, mental health, and poverty are widespread and harmful to victims of the opioid crisis.
MCKINSEY'S THREE HORIZONS OF GROWTH
Using McKinsey’s Three Horizons of Growth framework, we visualized the timeline of the opioid crisis from its current state until the hypothetical “end” of the crisis. Defining an “end” point doesn’t necessarily mean that we believe that this is a problem that will definitively conclude after a certain period of time; it is simply a landmark that we can use to fill in the blanks of how we can get close to fixing major issues within this wicked problem space.
In translating the opioid epidemic mess map over to McKinsey’s Three Horizons of Growth framework, we were able to bridge the gap between the most significant problems that exist right now and what the ideal “problem solved” future of the problem space might be by developing a set of steps that theoretically lead to an optimal outcome.
-Decriminalize the possession of opiates (without the intent to sell).
-Emphasize rehabilitation over criminalization.
-Increase transparency between pharmaceutical companies and clients.
-Increase public knowledge on opiates in order to aid de-stigmatization.
-Overhaul the method in which research results are reported.
I was initially skeptical about focusing on a scenario where the epidemic was 100% solved since “wicked problems” are the antithesis of having loose ends tied up. However, removing myself from the devastating magnitude of the situation and entering a speculative framework assisted me in broadening how I thought about the question by thinking about the stakeholders as problem solvers rather than problem creators.
PROBLEM SOLVING
In translating the opioid epidemic mess map over to McKinsey’s Three Horizons of Growth framework, we were able to bridge the gap between the most significant problems that exist right now and what the ideal “problem solved” future of the problem space might be by developing a set of steps that theoretically lead to an optimal outcome.
-Decriminalize the possession of opiates (without the intent to sell).
-Emphasize rehabilitation over criminalization.
-Increase transparency between pharmaceutical companies and clients.
-Increase public knowledge on opiates in order to aid de-stigmatization.
-Overhaul the method in which research results are reported.
I was initially skeptical about focusing on a scenario where the epidemic was 100% solved since “wicked problems” are the antithesis of having loose ends tied up. However, removing myself from the devastating magnitude of the situation and entering a speculative framework assisted me in broadening how I thought about the question by thinking about the stakeholders as problem solvers rather than problem creators.
PROBLEM SOLVING
I created this schematic plan for how the pieces and factors of the epidemic could be structured to lead the reader through a story-based map. Especially with complex subjects, narrative is one of the most effective ways to help an outside perspective gain empathy for another.
It’s easy when looking at a problem to cast blame on characters that one already perceives as the “bad guys” in society; but this is rarely how problems are actually solved. Shifting my own perspective and understanding the respective points of view and behaviors of each stakeholder paints a much more coherent picture of how the problem space exists and how interconnections between people appear.
SOLUTION
It’s easy when looking at a problem to cast blame on characters that one already perceives as the “bad guys” in society; but this is rarely how problems are actually solved. Shifting my own perspective and understanding the respective points of view and behaviors of each stakeholder paints a much more coherent picture of how the problem space exists and how interconnections between people appear.
SOLUTION
The stakeholders are organized by level of societal influence.
Interactions between stakeholders are defined with arrows and dashed arrows.
Each stakeholder have "goals" that are achieved through general strategies, which are broken down further into specific tactics.
Research collected informed four interventions that target the most influential stakeholders in order to provide solutions and curb further complications.
RESULTS & REFLECTIONS
Systems mapping allows for exploration of complex systems, communicating understanding, identification of knowledge gaps, and intervention points.
Shifting perception towards a problem develops the ability to look up and down levels within new or old systems and see the interconnections among issues and potential consequences related to large-scale, socio-technical issues. Visualizing a problem space and its internal composition at multiple scales is an important step in creating a robust product, building solutions within transdisciplinary teams, and coordinating productive action.
Interactions between stakeholders are defined with arrows and dashed arrows.
Each stakeholder have "goals" that are achieved through general strategies, which are broken down further into specific tactics.
Research collected informed four interventions that target the most influential stakeholders in order to provide solutions and curb further complications.
RESULTS & REFLECTIONS
Systems mapping allows for exploration of complex systems, communicating understanding, identification of knowledge gaps, and intervention points.
Shifting perception towards a problem develops the ability to look up and down levels within new or old systems and see the interconnections among issues and potential consequences related to large-scale, socio-technical issues. Visualizing a problem space and its internal composition at multiple scales is an important step in creating a robust product, building solutions within transdisciplinary teams, and coordinating productive action.